INNOVATION PROCESSES, ECOSYSTEMS AND IMPACT;(MISSION ORIENTED RTDI AND LIVING LABS)BROR SALMELIN
BEYOND THE BUZZWORDS
• Why were Living Labs created as European concept?
• Why open innovation 2.0?
• Beyond clusters to ecosystems
• Skills combined
• Mission oriented impactful innovation
SUSTAINABILITY
• Sustainable innovation is full of disruptions!
• Sustainable innovation is about (value) choices!
• Sustainable innovation is beyond (political) buzzwords
• Sustainable innovation is holistic!
WORLD RANKINGS
• “most innovative country”
• “smartest city”
• “most equalitarian”
• “best place to live in”
• Sadly most of these are one-dimensional, often economy oriented. Societal fabric and intellectual capital not enough in focus.
Trend towards sustainability measurement increasing though.
• Europe usually well positioned in multiple rankings, and this reflects the societal behaviour too. Switzerland, Nordic countries,
Netherlands, Germany often in top of multiple measures.
• Structural intellectual capital is the key!
WHY LIVING LABS?
• Industrially driven ecosystems/clusters
• Speeding up the innovation process by simultaneous investment in market
creation (by real world experiments)
• Reducing risk for mis investments (like WAP) where take-up not visible
• Pooling resources in interdisciplinary way
• Enabling Virtual Enterprising in complex world
WORK & BUSINESS TRANSFORMATION; CREATING NEW VALUE
Localized
Implementation
Internal
Integration
Business
Process
Redesign
Business
Network
Redesign
Business
Scope
Redefinition
Cost/
Efficiency
Quality
Time
Customization
New
Markets
Value
Innovation
Area of interest
SUBTITLE
• Closed innovation Open innovation Open innovation 2.0
• Dependency Independency Interdependency
• Subcontracting Cross-licensing Cross-fertilisation
• Solo Cluster Ecosystem
• Linear Linear, leaking Mash-up
• Linear subcontracts Triple Helix Quadruple Helix
• Planning Validation, pilots Experimentation
• Control Management Orchestration
• Win-lose game Win-win game Win more-Win more
• Box thinking Out of the Box No Boxes!
• Single entity Single Discipline Interdisciplinary
• Value chain Value network Value constellation
DIVERSITY MEANS BREAKTHROUGH PROBABILITY
•
High low
Low
high
Va
lue o
f in
no
va
tion
Breakthrough
average
insignificant
Alignment of team members’ disciplines
4
SKILLS AND PROFESSIONS: ROLES
• Bridger links themes, knowledge, people
• Curator puts thematic quality contents together
• Orchestrator tunes the ecosystem to common vision and action
• Systems builder enables flow or knowledge and skills for co-creation
• LEADERHIP TURNS INTO ORCHESTRATION: COURAGE
• Quadruple helix players in multiple, simultaneous roles
DISCOVERY OF VALUABLE IDEAS BY CROWDS! COURAGE! AND TOOLS TO FILTER OUT…
Number
crowd experts
Value
Area of interestOld space
New space
Curators and Bridgers as new skills11
MISSION ORIENTED RESEARCH AND INNOVATION
• Important to see the short term and long term components for innovation:
• Infrastructures (communication, behaviour, interlinking processes, common shared values
and goals)
• Mindset for experimentation in real world
• Holistic perspective needed to solve issues beyond “today”
• Not prescriptive, daring to seek also unexpected!
CRITERIA
Crit 3. EU R&I missions should have ambitious but realistic
research & innovation actions
88% 10% 2%
Crit 1. EU R&I missions should be bold, inspirational with wide
societal relevance
83% 14% 3%
Crit 2. EU R&I missions should have a clear direction: should be
targeted, measureable and time-bound
78% 21% 1%
Crit 5. EU R&I missions should foster multiple, bottom-up solutions
78% 18% 4%
Crit 4. EU R&I missions should be cross-disciplinary, cross-sectoral
and cross-actor
71% 27% 2%
Impl 4. Implementation of EU R&I missions should be flexible,
with pro-active management and building in-house capabilities
88% 12% 5%
Impl 2. Each EU R&I missions should have a clear goal and
milestones to measure impact
80% 18% 2%
Impl 1. EU R&I missions should engage a diverse set of national
and regional stakeholders
75% 22% 3%
Impl 3. EU R&I missions should be implemented through a
portfolio of instruments to foster bottom up solutions
74% 20% 6%
IMPLEMENTATION
KEY ELEMENTS FOR OPEN INNOVATION 2.0
• Quadruple helix, participatory
• Ecosystems beyond clusters, multidisciplinarity
• Early prototyping, experimentation
• Shared values driven
• Economically and societally sustainable
Open Innovation Open Innovation 2.0
Co-creation with users Open Engagement Platforms for
collaboration (Social media, platforms for
social innovation)
Co-opetition Smart Cities, ecosystems
R&D Alliances Living Labs; Fablabs, Maker
Spaces
Consortia, clusters Value constellations
Public-Private-
Partnership
Public-Private-People-Partnerships
Crowd-sourcing: Power of crowds
Camps for societal innovation
Linear Innovation&Business
Model
Prototype-oriented
Innovation&Business Model
Research Institutions
R & D
Users
New
Market
Industry
Public Institutions
1
2
1
2
Fast Market Feedback
Policy-making
Feedback
Existing
Market
Development Creation
Seed for new ideas
••• 18
INNOVATION ECOSYSTEM?
FROM END PRODUCT
CAN NOT BEEN SEEN
THE COOKING
PROCESS IN DETAILS:
➢ BUT IT REQUIRES
RIGHT INGREDIENTS,
ENERGY AND COOKING
➢LOCAL FLAVORING
People, users
Ideas
EnterprisesOpenness in
the process
Local/Regional
flavor
Leaders and
chefs picking
up results
The cooking
pot (Living
Labs)
THE FIRE:
➢Public – Private – Civic
partnership
➢Creative commons
➢Precommercial Public
Procurement
➢Other funding
➢Right conditions for innovation
CONCLUSIONS FOR ACTION
• Ambition! Thinking! Daring to jump on OI2!
• Common goals, common values essential, everyone involved
• Structures (structural intellectual capital)
• New skills and professions
• Ecosystems for co-creation of value
• Openness to share and learn, and grow together (win more win more)
• Open engagement and innovation platforms